Claims to Fame


No matter how many hours you have worked on your business or how awesome your product lines are, if you have not prepared for the future, if your vision reaches only as far as today and not tomorrow, then you may have gone as far as you can go in making your company succeed.

Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.~William Pollard

Your desires for the future of your business must be tempered by the reality of what is possible based on what you know and how far your built-in biases will let you go. The Japanese call these biases “taga,” which also refers to the metal hoops that hold a barrel together.  While the rigid thinking that results from repeated success can hold a company together, much like the taga, it can also prevent the company from expanding, innovating, and moving outside of the box. (Read more about why companies underperform and how to overcome common problems.)

Taga are at work in most organizations but few people recognize them. We won’t let rigid thinking result in your organization missing out on the next great thing. The following are some of the out-of-the-box innovations and services that we have provided our clients by helping them think outside their box:

  • Helicopter Towed Digital Depth Sounding System – (Commission Géologique du Canada (CGC))
  • In-situ Automotive Air-Conditioning Moisture Detector (General Motors)
  • Humidity/Moisture Standard Generator (General Motors)
  • Fiber Optic Portable Test System
  • Fiber Optics Time Domain Reflectometer (OTDR)
  • Industrial/Communications Cable Testers
  • Digital Telecom Messaging Systems
  • Digital International Call-Back System
  • Internet Touch-Panel Marketing Tablet
  • Ultra-Wide-Band Wireless Physical Layer (UWB)


We enabled the creation of a joint venture (JV) company between two high-tech companies to develop, manufacture, and market, a leading-edge semiconductor wireless system-on-a-chip (SOC). The senior partner in the deal provided $5.0 million for the development phase of this product, which was projected to yield royalties in the amount of $15.0 million annually to the junior partner.

We instituted a strategic alliance between two major corporations for a make-versus-buy deal for the junior partner. The make-versus-buy product put the junior partner into a technically leading position in an emerging computer market. The OEM of sales of this product yielded $15 million plus per year.

A Fortune 500 and a Fortune 100 formed a strategic alliance as a result of our efforts to convince the Fortune 500 company that they were on the wrong business and the wrong technology track. The Fortune 100 company formed a new division which grew to over $10 billion as a result of the deal.